Job interviews are difficult, even when you are prepared. Some candidates have difficulty with the same questions but in different settings. The following questions tend to be the trickiest. Study them and prepare alternative responses that put you in the most favorable light.

1. WHAT ARE YOUR VIEWS OR OBSERVATIONS ABOUT THIS COMPANY? – The interviewer is looking for your insights, which could be a trap. Are you making judgments based on little or no data or solid information based on your research of issues within company? Tread carefully.

2. DISCUSS YOUR PROFESSIONAL DISAPPOINTMENTSIN OTHER ROLES/COMPANIES – Be ready with a story or two around promises or expectations that didn’t happen. How you handled it and what your learned is the key here. Don’t put down other people as the “bad guys”.

3. WHAT QUALITIES DO YOU LOOK FOR IN A BOSS? – Stay away from trite comments like, “a leader” or “likes people”. Tend more toward qualities like, “To get the highest level of performance a boss needs to engage with me on strategy, then let me get the results, while being available when I need help” or a similar set of guidelines. You are describing how you work best under supervision.4. ARE YOU OPEN TO CRITICISMS? HOW DO YOU DEAL WITH IT? – Pre-knowledge of the company’s work environment would be helpful. The interviewer is looking for your attitude toward pressure and how well you respond to it. Criticism of work products is different from external competitive forces as against personal criticism. Each is handled differently: People versus things.

5. TELL ME ABOUT PROBLEMS YOU’VE ENCOUNTERED WITH SUPERVISORS– Rather than a laundry list of traits from bad supervisors, consider examples of how a situation became your problem due to a supervisor not handling it properly. This is a tricky question, as you don’t want to lash out about bad bosses, but rather indicate how you worked it through. Saying, “I’ve been lucky to have had good bosses, but there were times when I’ve had to add support in a sticky situation”.6., WHY DO YOU WANT TO LEAVE YOUR COMPANY? WHY WERE YOU TERMINATED? You need to be carefully honest. Never lie, but you need a credible story. You should be able to explain away most issues. Leaving a company is not a crime when it follows a rationale that is well thought out and articulated. Be careful of contradictions like, “…the company is growing, I’ve had good bosses, but the opportunities were limited”. It doesn’t quite compute without a reason!

And the final curveball question that can kill an interview that has gone very well so far:

7. WHAT DO WE NEED TO KNOW THAT HASN’T BEEN ASKED? WHAT ARE WE MISSING? A real curveball question unless you’re prepared. Caught unaware, most will answer in the negative because it’s almost an accusatory question like, “What haven’t you told us?”. However, don’t be put off balance. Have a list of items already in mind. Don’t’ say, “Nothing, We covered everything” as you both know that isn’t true. If you can cite activities that parallel the interests of the company, so much the better, like community support activities.

Good luck. With preparation around these tricky questions you should be an outstanding candidate!

Take control of your destiny. Let me help you succeed in the marketplace. Want some answers to you questions? Contact me by Email: Mygreenerfuture1@cox.net

This list is only a start in scratching the surface about a decision to start your own business. It’s a different story if you’re considering a consulting or part-time effort from your home on weekends, rather tthan a storefront retail business with a 2-year lease and staff. Whichever it is, you’ll still need a legal framework, tax advice, accounting support and a lot of hardware like office supplies, equipment, computers, programs, telephones, and so on.

The following 12 points are guideposts only. Consider them carefully:

1. IF YOU DON’T HAVE THE PASSION… STOP RIGHT NOW!!! This is the #1 condition for success. If you don’t have the commitment, time, effort and support, don’t even start.

2. BEFORE YOU DO ANYTHING, IS THERE A MARKET FOR YOUR PRODUCT/SERVICE? Research the marketplace, competition, pricing, break-even, competencies needed and time-line

3. OK… WHAT’S IT GOING TO COST ME TO START-UP? Investment to start? Barriers to entry? Technology? Can you do it yourself or need paid staff? What’s the cost to market? Investors?

4. HOW TO BEST DESCRIBE YOUR BUSINESS TO THE OUTSIDE WORLD? What can you provide that others can’t? How will you position yourself? Low cost? Quality? Service? Other?

6. CHECK OUT YOUR PERSONAL PLUS’ AND MINUS’ Assess your skills and abilities. Are you good in finance but not in marketing? Visa-versa? Strengths? Liabilities? Opportunities? Threats?

7.DO YOU HAVE A PLAN? You’ll need steps to consider at each stage. What information do you need? What alternatives as a back up? Strategies? Time-line? Staff or competencies needed?

8. GROW THROUGH EFFECTIVE MARKETING AND EXECUTION How to develop a positive reputation? Get testimonials? Speaking engagements? Ads or articles? Customer awareness?

9. GAIN BUSINESS THROUGH E-BUSINESS AND DIGITAL MARKETING Where will the leads and traffic come from? Can you create and maintain a website? Can you use LinkedIn, Facebook?

10. SO… HOW DO I PRICE MY PRODUCT TO MAKE MONEY? Where will you position your product/service for pricing? Is there a price constraint? What’s your capacity? Competitors price?

11. WHEN TO HOLD ‘EM AND WHEN TO FOLD ‘EM… What are your profit goals, by when? What will be your “cash burn”? When will you run out of money/credit? What is your STOP point?

12. WHEN TO GIVE UP YOUR DAY JOB? Aggressive level?: At break-even, monthly expenses are covered + income growth of 10% per quarter. Conservatively?: All of the above plus one-year’s salary in the bank! What about benefits? Retirement? Family considerations?

This article focused on the basics of starting a business. One of the important decisions you must make is: What is your ultimate goal and how do your reach it. Our next article will be on Reinventing or Accelerating a Small Business.

Interview questions can be tricky and sometimes difficult. The simplest answer is usually the best answer. Complexity can get you into a tangle of conflicting responses. In this series, Part 1 is the easiest of tricky questions. Part 2 is the most difficult. It’s assumed you have done the necessary research to understand the key elements of the company your interviewing. If not, you’ve already lost the interview to other candidates who have done their homework. Here are some initial questions.

1. TELL ME ABOUT YOURSELF. HOW WOULD YOU BEST DESCRIBE YOURSELF? Provide a crisp but positive assessment, based on the interviewer. A Human Resources Manager is looking for your ability to fit in and have the basic requirements. The hiring manager is looking for key knowledge, skills and abilities that will get the job done, given today and tomorrow’s need for results. Connect your assets to the position based on the role of the interviewer.

2. WHAT ARE YOUR GOALS OR ASPIRATIONS? WHAT ARE YOUR CAREER OBJECTIVES? Are your expectations realistic and can they be accommodated? Their interest is in your ability to grow with the company. Saying you want to expand your responsibilities to better support and stay ahead of the needs of the company is always a good response. In that way, everyone wins!

3. WHY DO YOU WANT TO WORK HERE? WHY DO YOU THINK YOU’RE A GOOD FIT? First you need to search and understand the goals and strategies of the company. Any company wants their employees to parallel their mission. Check out the website for potential answers and look for compatibilities. The question is designed to identify similar values, style and culture. You need to bring added value to performance so the business can grow.

4. DO YOU WORK BEST AS AN INDIVIDUAL OR AS A TEAM MEMBER? Careful here! Of course you want to do both, but you can’t make it sound contrived. Stating that you work best as a part of a team where you can contribute as an individualmay cover the question. If you have examples of your team contributions, how you’ve gotten results as an individual, then as a leader of a team effort, all would be good to explain. Make sure your answer is credible and is not a smoke screen.

5. WHAT DO YOU KNOW ABOUT US? WHY DO YOU THINK YOU’LL SUCCEED HERE? Again, your research is a must. Be specific about what you know about them: Products, growth, industry position, competition, future direction, and so on. Be more general unless you know what the issues of the function/company are, and what some potential alternative solutions may be. Sneak into your response some areas of your competence and successes of the past.

6. WHY SHOULD WE HIRE YOU OVER ALL THE OTHERS? Hopefully you can match your impressive background with the needs of the organization. Connect new ideas and alternatives to help solve problems or add to the growth of the function/company. Never tell them you have the answers, only that you have experiences that may prove to be helpful as alternatives to a solution.

Your primary objective is to stand out as a candidate. These questions are poised to answer the ultimate question of why a company should hire you. But if you are prepared, have done your research and practice your responses, you will become a candidate of choice over those who are not ready.

Part 2 will explore even more difficult and tricky questions, so tune in next Wednesday.

Take control of your destiny. Let me help you succeed in the marketplace. Want some answers to you questions? Contact me by Email: Mygreenerfuture1@cox.net

What does a bit of research and experience say about successful entrepreneurs? They have many traits in common. Most of these characteristics are apparent at an early age. They do not suddenly show up at age 30.

Early-age traits of independence and focus:

1. You are typically passionate about what you’re doing – You get involved, dig in, and do the best you can. You are seldom tentative or lack enthusiasm, but are selective.

2，You tend to be achievement & goal oriented – You continually set goals and work at it from an early age. There is a vision for the future with revisions and setting of new goals.

3. You are usually a self-starter, persistent and accountable – This can show up in sports, baby-sitting, paper routes, summer jobs, and so on. You don’t give up easily.

4. You are a quick learner, ambitious and drive for success– Usually in the things that are important to you and of interest. Not so much in those things that are not.

Later, as one matures:

5. You continue to be confident, optimistic, absorb and learn from others – You desire to optimize opportunities, willing to invest your time with those that work. You are usually open to new possibilities, if you can see the potential /end result.

6. You know what your strengths and weaknesses are – You learn new skills that will help you achieve success. You want to keep up with changes, like technology. You tend to be adaptable, resilient and determined, but may shy away from other things.

7. You know your business better than anyone and a lot about your
competition – You know your business inside-out and how your own business measures up against competitors and your financial goals

8. You can effectively manage your budgets and finances – You know all about your loans, interest, customers and costs. You save for a rainy day, spend money to make money, and postpone personal expenditures sometimes at family expense.

9. You are a hard worker who seldom settles for second best – You strive for excellence, set standards, and ensure the customer is primary. You work long hoursto move the business forward in the first few years, while wearing many hats

10. You are multi-dimensional – You are knowledgeable and can do many thing well, rather than extremely strong in only one major area, like finance, but can’t sell/market

11. You enjoy your business but get help when necessary – You have fun and enjoy what you do. There is a sense of satisfaction in building a future. You are not expert in everything. You contact others when warranted, delegate to staff reluctantly, although it’s hard for you to do and sometimes a bit late. Moving from “doer” to manager is not easy for you.

If all of this sounds familiar, you fit the profile of a successful small business owner.
If you want to grow to a mid-sized business you may need outside help.

My personal formula for deciding when to seek another job has served me well. It took me about 7 years to understand and articulate my career drivers. They may serve others as well. Here’s a start.

First, create three separate scales from 0 to 100. Designate cut points: A 50 rating is “Minimally Adequate”. A 70 rating is “Acceptable”. Anything below 50 shouts for a change and above 70 indicates you are making satisfactory progress. The higher the rating, the greater the progress.

Second, take a look at the drivers to your career success and apply them against your scale. In my case, there have been three drivers throughout my career. You may have different drivers so you need to figure that out. Later in life I added to this mix, but that’s a tale to tell at another time.

When you’ve completed your review, add all three numbers for a Total Satisfaction Index. Let’s take each driver separately then show you how it works.

Personal and professional growth As an individual: Are you growing in confidence, maturity, interpersonal relationships, experience, exposure, visibility, credibility, influence, and most other personal attributes needed for the tasks ahead? As a professional: Have you increased your skills and abilities, learn higher levels of complexities, engage with higher management, expand your business and functional knowledge that continue to position you on an upward trajectory?

Responsibility and compensation Are you increasing your functional responsibilities while expanding your compensation? Responsibilities can expand by additional roles, tasks or projects, inclusion in representative groups that will advance you within the organization? Compensation is a measure of how the organization values your contribution. It can be in performance increases above the norm, a bonus for a job well done, or stock. Non-financial rewards are also an indicator of appreciation, like being recognized by the “big boss” in an open meeting.

Freedom to perform How tightly are you supervised? If you’ve been given the freedom to develop the strategies and execute an approved plan to achieve stated results, you are where you need to be. If however, you’re micro-managed or spoon-fed, it’s time to ask why. Freedom to act is extremely important as it demonstrates the confidence the company has in you. Also, the higher in management you go, the greater the freedom of action. A person cannot become an Olympic gold medal figure skater by practicing on a block of ice.

Take each career driver and rate your current position on the scale. If your Total Satisfaction Index is 150 or less, you have a major problem. A total number made up of all 70s or above, means you are making progress. Not only is the total number important, but so is the combination. You can be in the 90’s on #1 and #2 but have no freedom of action. Determine what your best number is and in which combination. The difficultly is when all three numbers range in the 60’s.

If your scores are not acceptable to you, talk with your boss if you can. Explain what you need in order to achieve your greatest performance. Your current organization knows you best and should be able to adjust easier. If not, then you’ll know it’s time to initially research the marketplace.

Take control of your destiny. Let me help you succeed in the marketplace. Want some answers to you questions? Contact me by Email: Mygreenerfuture1@cox.net

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If you’re now scrambling to pull out a great performance review and merit increase for the year-end, you may be too late. Develop and implement your strategy about a month or two before the review. Your preparation will determine the outcome.

Bosses tend to have short memories when it comes to performance reviews. “What have you done for me lately?” seems to be the narrative, rather than “What has been your contributions for the past year?” Performance reviews should center on what you and your boss mutually viewed as objectives a year ago, then adjusted every few months. These initial objectives will modify given the realities of a dynamic organization. If you have no mutually set objectives with your boss, you’re at the mercy of a subjective performance review that is more dependent upon your relationship with you boss than actual results.

Performance should be reviewed against objectives that are reasonable and achievable, with a “kicker” for stretch results. Get them in writing. Objectives set in stone with no flexibility is a recipe for disappointment. Keep excellent records of your achievements with special emphasis on metrics. Ask your internal/external clients/customers to assess and document your contribution to their results. It’s amazing the power of your support to someone else’s progress. Fill out a performance review beforehand as objectively as you can, with your results as you view them prior to meeting with your boss. Give it to your boss a week or so before your meeting. You may jog your boss’s memory on items forgotten, while influencing the outcome at the same time.

Go back to your work calendar to recall projects or meetings you may have forgotten, then:

Develop a list of important milestones where you have achieved meaningful results

Use your position description to make sure all of your responsibilities are covered

Define the results in each area with documents and metrics, if possible

For the past few years, pay growth has been curtailed. Now, however, pay is accelerating due to the growing economy and competition for talent that has forced compensation expansion. The marketplace is opening up once again. People are looking for better opportunities, so your skill sets will determine the type and level of jobs open to you.

Since there has been a downward pressure on pay, you might want to ask questions like:

“Is there an incentive bonus possible based on my future high performance?”

“Can there be a 6 month performance and merit review, instead of annually?”

“Is there an added step in my responsibilities than can convey a higher pay level?”

Even if the answers are “no”, you’ve created a mind-set with your boss for the coming year.

When negotiating for pay, always be prepared with industry ranges based on years of experience so you’re not being underpaid.

Bill Kaufmann

Bill is a business professional with over 40 years working for some of the biggest and brightest corporations in the United States. Now he has turned his attention towards helping others achieve similar heights in their own professional careers through his blog and personal coaching business.

Interested in utilizing Bill as a personal coach? Learn more by emailing him directly at wkaufmann44@gmail.com